Hiring Manager Toolkit

Our recruiting services are designed to meet the needs of University hiring managers and will be delivered timely and efficiently. However, because we recognize the individualized nature of recruiting at Notre Dame, we also offer a series of additional services. The recruiting consultant assigned to your search will discuss these options and in consultation with you, establish a recruiting plan designed to meet your specific needs.

ND.jobs Hiring Manager Site

Initiating a Job Posting

New and Repurposed Positions

With a focus on stewardship, increases in headcount require Executive Officer (President, Provost, Executive Vice President) review and approval. If a department believes a new position is needed, a completed SPMF form should be emailed to the Office of Human Resources (compteam@nd.edu) and will reviewed by the Compensation Team, the Office of Budget and Planning, and the Executive Officer for the respective unit.

  • Staff Position Management Form (SPMF) requires completion of the following three tabs and emailed from the department/division Business Manager with a cc: to the Dean/VP or senior leader of the unit to the Office of Human Resources (compteam@nd.edu) in order to begin the review process.
    • Approval and Funding
    • Position Justification Form
    • Position Description (PD)

The PD is used by the University to gather facts about a position to determine the appropriate assignment into the compensation structure. This form is intended for the purpose of accurately describing the position duties, responsibilities, and requirements, not the skill or performance level of the incumbent.

Recruiting on campus or externally, will begin only when the Staff Position Management Form (SPMF) has been completed, approved by Executive Leadership, and a new position number has been created. A posting can be initiated at http://jobs.nd.edu/hr.

Replacement Positions

If a department believes an existing position needs to be reviewed due to a change in responsibilities, the following information should be emailed from the department/division Business Manager to the Office of Human Resources (compteam@nd.edu).

Recruiting, on campus or externally, will begin only when the Staff Position Management Form (SPMF) has been completed and the department/division has received a response from the Office of Human Resources. A posting can be initiated at http://jobs.nd.edu/hr.

Creating a Job Posting

Hiring managers will access the jobs system at http://jobs.nd.edu/hr to create a job posting and submit it through an established work flow process to obtain necessary departmental approvals. Hiring managers may create search committees. Search Committee Members can be set up for a person with a ND NetID or if a person does not have a ND NetID they can be set up as a Guest User. Please use the guides below.

Once the job approvals are obtained, your job posting will be received by a recruiting consultant who will contact you to discuss the specifics of your posting. If you cannot access the system please contact your recruiting consultant or contact askHR@nd.edu.

View & Access Applicant Information

As a hiring manager, you will be able to view employment applications, resumes, and cover letters online. Hiring managers can update applicant statuses throughout the search process.

Training Guides for University Users

Recruiting Candidates

Job Posting Process

Human Resources coordinates and assists hiring managers in the recruitment of applicants for all regular administrator and staff positions. The recruiting consultant will review the Service Level Agreement with the hiring manager to develop a recruitment strategy. Faculty positions are coordinated through the Office of the Provost.

Below are helpful guidelines for hiring managers to follow when a job becomes vacant in their department:

1. Internal Department Posting

It is the general practice of the University to have hiring managers first post job vacancies within the department. This practice is intended to offer promotional opportunities to qualified candidates within the department and to encourage the use of existing skills and abilities gained through the service of current employees. The timeframe for the departmental posting varies based on the length of time necessary to ensure that all employees within the department are aware of the opening. It is the hiring manager’s responsibility to prepare and communicate this posting within the department.

2. Campus Posting

If needed, Human Resources will post the opening to campus. Postings are updated daily, and are available to regular Notre Dame employees at ND.jobs.

To post a job, hiring managers must initiate a posting through the online ND.jobs Hiring Manager Site. Once the necessary approvals are obtained, a recruiting consultant will review the job posting as submitted by the hiring manager. Human Resources reserves the right to edit job postings to comply with University policies and procedures. A recruiting consultant will then contact the hiring manager to discuss a recruitment strategy.

3. Off-Campus Recruitment

If a position is posted externally, external candidates are permitted to apply. It is important to note that Notre Dame employees may continue to apply during this time and should be given equal consideration.

Identifying Candidates

Recruitment and advertising efforts are coordinated by Human Resources to ensure compliance with the University’s policy on equal employment opportunity, affirmative action, and applicable federal and state regulations.

A variety of methods can be used to develop both internal and external candidate pools when recruiting for specific positions. In addition to the University job postings, a variety of external resources can be discussed with your recruiting consultant based on your hiring needs.

Advertising Resources

  • ND.jobs
    All non-faculty positions are posted on the ND.jobs web site. Both internal and external applicants apply through the on-line application system.
  • External Advertising
    To expand and diversify the candidate pool, it may be necessary to advertise beyond the ND.jobs web site. Various advertising resources exist to identify qualified candidates. Print ads, internet postings, trade journals, Associations, and list serves are useful tools in publicizing professional job vacancies.
  • Diversity Recruitment Resources
    The University will facilitate recruitment of minorities and women via various means. This may include advertising in minority focused publications, providing local organizations with University job listings, and networking with the Office of Institutional Equity and various alumni associations.
  • Recruitment Initiatives
    Human Resources participates in a variety of career fairs and additional recruiting events to identify candidates.
  • Community Outreach Programs
    University job postings are provided to various local community agencies/organizations to publicize opportunities. Organizations such as the Center for the Homeless, South Bend School Corporation, and Workforce Development offer qualified candidates for various positions.

Advertising Costs

Costs and fees related to the recruitment of new employees, including advertising, travel, and accommodation expenses, are the responsibility of the hiring department.

Pre-Screening Process

Incoming applications will be screened against basic job qualifications. The hiring manager and recruiting consultant will discuss and agree upon the parameters to evaluate candidates. If desired, the recruiting consultant will screen incoming applications and present the most qualified candidates to the hiring manager. This can include conducting preliminary phone interviews.

For internal candidates, if requested Human Resources can review the personnel file and provide a commentary to the hiring manager. Arrangements can be made for the hiring manager to review an individual file if asked.

Distribution of Applications/Resumes

Applications and resumes will be available to hiring managers online by accessing the ND.jobs Hiring Manager Site. The recruiting consultant will initially review applications received for the position against the minimum job requirements and proceed forward based on the specifications outlined with the hiring manager in the Service Level Agreement (SLA).

Candidate Notification

The recruiting consultant and hiring manager will work together to develop the best communication plan for each search.

Preparing for Candidate Interviews

Manager Interview Resources

Your first impression of the candidates who have applied for your open position will generally come from the employment application, resume, and other written materials submitted by the candidate. Interviews provide the opportunity to focus on specific details surrounding experience and background and are, therefore, a critical step in your process to hire the best person for your opening.

The recruiting consultant can assist in conducting pre-screening interviews with candidates to help you narrow the field of candidates, interview finalists, and assess candidates.

Optional Interview Resources:

Interviewing Guidelines

Before the Interview:

  • Take time to prepare for the interview. Review the Position Description (PD).
  • Develop a list of job-related interview questions. Use it consistently for all applicants for the same position.

During the Interview:

  • Make the candidate feel at ease with introductory and welcoming remarks.
  • Ask open-ended questions which focus on behavioral descriptions rather than simply “yes” or “no” questions (i.e. have them describe a work situation in which they handled stress well rather than just asking if they can “handle stress well”).
  • Listen; do not do all the talking.
  • Ask job related questions
  • Ask the same core questions of every Candidate
  • Take notes during the interview
  • Keep reactions to yourself
  • Probe for specifics

After the Interview:

  • Answer any candidate questions
  • Provide an overview of the next steps in the process
  • Provide timely communication to candidates

Acceptable vs. Unacceptable Questions

The following are examples of acceptable and unacceptable interview questions by subject matter. During the interview process, questions about race, gender, age, national origin, disabilities or perceived disabilities, marital status, family status, or veteran status are inappropriate and should not be asked.

Acceptable Unacceptable to Ask
Gender, Sex and Family Arrangements
If applicant has relatives already employed by the organization • Sex of applicant;
• Number of children;
• Marital status;
• Spouse’s occupation;
• Child care arrangements;
• Type of health care coverage of spouse;
• Sexual preferences
NONE • Applicant’s race or color of skin;
• Photo to be affixed to application/resume
National Origin or Ancestry
• Whether applicant has a legal right to be employed in the US;
• Ability to speak/write English fluently (if job related);
• Other languages spoken (if job related)
• Ethnic association of surname;
• Birthplace of applicant or applicant’s parents;
• Nationality, lineage, national origin, Nationality of applicant’s spouse;
• Whether applicant is from another country;
• Applicant’s native tongue/English proficiency;
• Maiden name (of married woman)
NONE • Religious affiliation
• Religious holidays observed
• If applicant is over age 18
• If applicant is over age 21 if job-related (i.e. bartender)
• Date of birth
• Date of high school graduation
• Age
Whether applicant can perform the essential job-related functions • If applicant has a disability
• Nature or severity of a disability
• Whether applicant has filed a workers’ compensation claim
• Recent or past surgeries/dates
• Past medical problems
• Convictions, if job related
• Academic, vocational, or professional schooling
• Training received in the military
• Membership in any trade or professional association;
• Job references
• Number and kinds of arrests
• Height or weight, except if a bona fide occupational qualification
• Veteran status, discharge status, branch of military service
• Contact in case of an emergency (at application/interviewing stage)
• Financial status — if applicant owns or rents a home or car, or if wages have been previously garnished, unless financial considerations for the job in question exist.

In almost all instances, the following topics should be avoided in an interview:

Age – is irrelevant unless you are concerned about child labor violations under the Fair Labor Standards Act, in which case you can ask for proof that he/she is old enough to work.

Arrest record – do not ask at all — you may ask about convictions, but even then it would have to be relevant to the position in order to lead to immediate rejection.

Bankruptcy and credit affairs – never ask about bankruptcy since it is illegal to discriminate on this basis under the Federal Bankruptcy Law — all credit inquiries must comply with the Fair Credit Reporting Act.

Citizenship – unless required by law or regulation, you may not ask applicants if they are US citizens since it is considered discriminatory under the Immigration Reform and Control Act. You may ask if candidates are authorized to work in the United States.

Disability – the Americans with Disabilities Act makes it illegal to ask questions about an applicant’s disability or perceived disability — it is crucial to focus on the job, not on the disability.

Driver’s license – avoid asking about it unless the job requires one since it could statistically screen out females, minorities and/or individuals with disabilities.

Educational attainment – relevant if it is directly related to successful job performance if not, avoid it.

Emergency contact information – unnecessary at the application stage — and it can be discriminatory if it reveals information about the applicant’s membership in a protected class.

English language skills – only ask if it is a requirement of the job (i.e. an English teacher) — otherwise it could be construed as national origin discrimination.

Height and weight – it is important to focus on what the job requires, not the person’s physical characteristics.

Marital status/name changes/spouse/children – any questions relating to these issues may be construed as discriminatory, especially against women – – none are job-related.

Organizations or club membership – this might reveal protected class information and it is irrelevant (i.e. Knights of Columbus, NAACP or Diabetes Association).

Race, color, religion, sex, or national originEEOC guidelines prohibit asking questions that may reveal this information.

Union affiliation – could be considered an unfair labor practice under the National Labor Relations Act if the applicant claims he or she was not hired because of the union affiliation.

Veteran status/military records – general questions about a person’s background in the military should only be asked if based on business necessity or job-related reasons. If requested, such information should include a statement that general or dishonorable discharge will not be an absolute bar to employment but that other factors will be taken into consideration.

Assessing Candidates

Candidate Assessment Tools

The interview should be viewed as one component of the overall selection process. Additional components are available to hiring managers through the recruiting consultant.

Disposition Reason Codes and Definitions

Computer Software Skills Assessment

Computer skills assessments are available in a variety of areas. Please contact your recruiting consultant to inquire.

Reference Checks

It is strongly recommended that the hiring department conduct reference checks prior to extending an offer of employment. It is required that before checking references, an application for employment has been completed by the candidate and is on file with the Office of Human Resources. Your recruiting consultant is available to provide guidance to hiring managers in obtaining references upon request.

Internal Candidate Reference Checks

When considering an internal/University employee as a final candidate for a campus position, the hiring manager should advise the employee prior to contacting the candidate’s supervisor to obtain information regarding the employee’s present work performance.

Hiring managers are also encouraged to contact the Office of Human Resources for the purpose of obtaining information regarding the employee’s performance as contained in the personnel file. This information may be reviewed with a representative from the Office of Human Resources upon request.

Employee Reference Check Form

Pre-Employment Requirements

Prospective employees are required to complete certain pre-employment checks prior to employment with the University of Notre Dame. The hiring manager, in coordination with Human Resources, will initiate the appropriate checks with prospective employees after the employment decision is made and the offer is accepted. Employment with the University is contingent upon satisfactory results.

Below is an overview of each pre-employment check as supported by the University.

Degree/Educational Verification

Educational degrees received and/or enrollment in accredited colleges/universities can be verified by Human Resources upon request.

Criminal Background Checks

Human Resources will verify the criminal record information provided on the Application for Employment for all individuals who have accepted employment. This verification includes a felony and misdemeanor conviction check.

To initiate the verification process, the hiring manager must contact the recruiting consultant after the employment decision is made and the offer is accepted. Human Resources will ensure that an Application of Employment is on file and electronically signed by the applicant before proceeding with the process. The results of the verification take approximately 4 business days following the date of submission. Once received, a Human Resources representative will notify the hiring manager of employment eligibility based on the results. Employment is contingent upon satisfactory results.

Pre-Employment Drug Testing

Human Resources will coordinate a pre-employment drug test for individuals being considered for regular, part-time and full-time positions, as well as safety sensitive areas within the University.

To initiate the drug test, the hiring manager must contact the recruiting consultant after the employment decision is made and the offer is accepted. Human Resources will ensure that an Application of Employment is on file and electronically signed by the applicant before proceeding with the process. Human Resources will provide the hiring manager and/or candidate with the name and location of the testing facility and will contact the clinic to authorize the test. The test results take approximately 4 business days following the date of the test. Once the test results are received, a Human Resources representative will notify the hiring manager of employment eligibility based on the results. Employment is contingent upon satisfactory results.

National Sex Offender Registry

The University requires that all prospective employees who will be in contact with youth under the age of 18 be checked against the National Sex Offender Registry. Human Resources will conduct the check in cooperation with the hiring department.

To initiate the check, the hiring manager must contact the Office of Human Resources after the employment decision is made and the offer is accepted. A Human Resources representative will notify the hiring manager of employment eligibility based on the results. Employment is contingent upon satisfactory results.

Pre-Employment Physical Examination

The University does not generally require a pre-employment physical examination as a condition of employment; however, the University reserves the right to require post-offer (exams performed prior to the first day of work) physical examinations for positions where the nature of the work renders it appropriate by Federal law or regulation.

Finalizing Your Hire

Before Offer is Extended to Candidate

  • Confirm employment offer with the recruiting consultant to ensure application is on file. The employment offer is contingent upon successful completion of pre-employment requirements.
  • Determine if relocation is necessary and the amount the department will offer the new hire.

Methods of payment:

1. Department pays the moving vendor directly
2. Pay a lump sum payment to new hire using an Additional Pay for Service form

University discount moving companies can be found on the Moving and Relocation page

All moving and relocation expense reimbursements, whether paid directly to an individual employee or paid indirectly on the employee’s behalf to a third-party vendor, will be considered taxable income to the employee and will have to be reported as income to the employee on Form W-2 in the year the reimbursement is made. For more information, please see the Moving & Relocation Expenses policy document at the Controller’s Office website.

  • Prepare Offer letter outlining the terms of the offer and welcoming your new employee to the University.

Sample Recruitment Letters

After Candidate Accepts Offer

  • Work with recruiting consultant to initiate pre-employment drug test and criminal background checks. Results are typically received within 4 business days of date initiated and will be communicated to the hiring manager.
  • NetID (email account): Within 24 – 48 hours of successful completion of pre-employment checks, the employee can access their NetID and password at the Office of Information Technologies web site.
  • Retain a separate search folder containing interview questions, notes from all interviews, references, copies of external advertisements and all documentation pertinent to the hiring decision. This file should be retained for three years from the last date of activity and should be separate from the chosen employee’s file.
  • Complete the Staff Personnel Action Form (Staff PAF) and submit to the Office of Human Resources, 200 Grace Hall.
  • To assure that a new employee has network access and payroll authorization on their first day of employment, the Staff PAF must be submitted by the form deadline date prior to the designated start date. Here is a link to the Payroll Calendar

On or Before Candidate Begins Employment

  • Direct Employee to the New Employee Toolkit, which will assist the Employee with many of the preliminary tasks listed below.
  • Employee completes the Employment Eligibility Verification (Form I-9) process within three business days of the start date of employment with the Office of Human Resources. Employee also obtains ND ID card at that time.
  • Employee activates NetID.
  • Employee logs in to insideND to complete direct deposit, federal tax withholding, and state/county tax withholding.
Direct Deposit Instructions (PDF) Federal Withholding Instructions (PDF) State/County Withholding Instructions (PDF)

For additional guidance on these tasks, consult the Your First Week page of the New Employee Toolkit.

Upon the Employee’s clearance by HR to begin work, an email notification will be sent with new hire Onboarding dates & details. The Onboarding is designed to provide individuals with benefit information necessary to select a specific benefit plan, as well as an overview of various University policies.

Manager’s Onboarding Guide

Managers play an important role in helping new employees become an integrated part of the University. Relationships, skills, and positive attitudes established in the first few weeks are critical to success.

The Manager’s Onboarding Guide (PDF) will help managers plan the onboarding of their new hires by providing guidance and checklists of training and activities. Topics include:

  • Preparing for Arrival. What to communicate to your new hire before arrival, what resources to gather and share on the first day, and how to schedule your new hire for Onboarding Sessions.
  • The First Week. A checklist to guide you through setting up system privileges, securing building access, and more.
  • The First Month. Topics related to benefits, training and development, Performance Management, and other campus resources to help your new hire get connected to your team and the University community.
  • Ongoing Onboarding. Guidance to help you keep your employee’s skills and career at Notre Dame moving forward.

Download the Manager’s Onboarding Guide

Once Employment Begins

Complete an Asset/Access Inventory Checklist (Excel) for the employee. This will allow you to make sure the employee has the proper authorizations to access systems and buildings as well as the equipment needed to do the job. This form should be kept on file in the department as it will be used again when an employee transfers or separates to effectively manage the move.

For more information on the Asset/Access Inventory Checklist (PDF) and the Separation or Transfer process, see the Separation / Transfer Toolkit.

Notre Dame Graduates – Project Work

Purpose: To help recent Notre Dame graduates gain valuable work experience. These graduates have not yet been placed with an employer and are searching for an opportunity to build their skills sets. Rather than hiring external consultants, these Notre Dame graduates can gain work experience on campus, creating a “win-win” situation for the University and the recent graduates.

Solution: HR is partnering with the Career Center, the Law School and the MBA program in an effort to assist these graduates while they are searching for full-time employment. These projects will help to provide valuable work experience and build skill sets. At the same time, Notre Dame will have access to highly talented individuals.

Process: Submit the Notre Dame Graduate – Project Request form to Human Resources. In this form, departments will identify the description of the project, qualifications needed of the candidate, and the duration of the project. Human Resources will then work with the Career Center, Law School, and MBA program to identify a recent graduate that may be interested. The positions will be classed as Internships and the Intern will be paid a standard rate and eligible for healthcare and dental benefits only. Funding needs to be provided by the hiring department.